How Whānau Ora is Different

Whānau Ora is about increasing the wellbeing of individuals in the context of their whānau, it is whānau-centred. It differs from traditional social and health approaches that focus solely on the needs of individuals.

Whānau ora recognises the strengths and abilities that exist within whānau and aims to support and develop opportunities that fulfill potential.

The whānau-centred approach:

starts by asking whānau and families what they want to achieve for themselves, and then responding to those aspirations in order to realise whānau potential

provides flexible support for whānau and families to move beyond crisis into identifying and achieving medium and long-term goals for sustained change

focuses on relationships, self-determination and capability building for whānau to achieve positive long-term outcomes

uses a joined up approach that focuses on all factors relevant to whānau wellness, including economic, cultural, environmental factors, as well as social factors

recognise that each whānau has a different set of circumstances, and what works well for one whānau does not work well for other whānau

recognises that whānau and families have skills, knowledge and experiences that contribute to their own resilience, and can provide a platform for whānau and families to become more self-managing and independent.

The Beginnings

Whānau Ora was created in response to a recognition by Government that standard ways of delivering social and health services was not working and outcomes particularly for Māori whānau were not improving.

In 2010, Whānau Ora was launched as an innovative whānau-centred approach to supporting whānau wellbeing and development. The development of Whānau Ora occurred after the Taskforce on Whānau-Centred Initiatives presented a report to Government in 2009. The report has provided the framework for Whānau Ora development throughout Aotearoa New Zealand.

The implementation of Whānau Ora has occurred in two phases:

Phase One of Whānau Ora (2010 - 2014), focused on building the capability of providers to deliver whānau-centred services. Te Puni Kōkiri worked with collectives of health and social service providers across the country to re-orientate the way they worked, placing whānau at the centre. Providers across the country were asked to come together to see how they could work in a better way to support the needs of whānau.

Phase Two (2014 - present day), moved implementation by Government to three non-government Commissioning Agencies. The Commissioning Agencies have been contracted to invest directly into their communities. This means funding decisions are made closer to communities and allows for flexible and innovative approaches to meet the needs and aspirations of whānau.

In 2015, a Whānau Ora Partnership Group, made up of six Iwi and six Crown representatives, was established. This group provides a strategic oversight of Whānau Ora and advises the Minister for Whānau Ora.

Commissioning Agencies

The Commissioning Agencies are contracted by Te Puni Kōkiri to invest in initiatives and services provided in communities across the Country.

Commissioning Agencies have worked with their communities to determine the best ways to support their development. Some contract with established Whānau Ora provider collectives as well as other community providers such as iwi, marae, education providers, church groups, land trusts or sports groups, while others invest directly with whānau or whānau collectives.

Kaiārahi (or Navigators)

Kaiārahi (or Navigators) play a major role in Whānau Ora. They work closely with whānau to identify their specific needs and aspirations then help identify the services, education providers or employment and business opportunities.

Kaiārahi support whānau to plan, and then connect them with the support they need to achieve their goals. Kaiārahi have the cultural and local knowledge necessary to understand whānau situations and build relationships of trust and confidence.

For many whānau, working with a Kaiārahi will be their first experience with social service delivery focusing on their strengths and aspirations. In some instances they may need help to overcome certain crisis or barriers but once this is done the Kaiārahi continue to work with them to look at opportunities.

Reports from whānau and providers, as well as research, shows that when whānau work with Kaiārahi they experience significant benefits including improved outcomes across education, employment and income.

The Whānau Ora Kaiārahi (or Navigator) approach has been identified by the Productivity Commission as a key example of an integrated whānau-centred approach supporting seamless access to health and social services.

In Budget 2015, almost $50 million was secured to fund approximately 230 navigators to 2019 so they can continue to support thousands of whānau.

The funding is allocated through the Whānau Ora commissioning agencies.

Measuring Success

Te Puni Kōkiri has an important role in monitoring and evaluating Whānau Ora as a unique social investment model. The Commissioning Agencies are also engaged in evaluating their activities to understand what Whānau Ora is achieving for whānau. Learn more.

Whānau Ora Outcomes

Whānau Ora is focused on achieving improvements for whānau over the short, medium and long-term.

The Whānau Ora Outcomes Framework, agreed to by the Whānau Ora Partnership Group, made up of Iwi and Crown representatives, is the principle measurement for indicating the success of Whānau Ora.

These seven outcomes for whānau are:

Self-managing;

Living healthy lifestyles;

Participating fully in society;

Confidently participating in Te Ao Māori (the Māori world);

Economically secure and successfully involved in wealth creation;

Cohesive, resilient and nurturing; and

Responsible stewards to their living and natural environment.

Whānau Ora Outcomes

Iwi and the Crown have identified the following short-term, medium and long-term goals for whānau:

Whānau are self-managing and empowered leaders

Short-term (1-4 years)

More whānau develop pathways to independence, including from government assistance and intervention in their whānau life.

Whānau are knowledgeable about the capability that exists in their whānau network, and begin to tap into it.

Whānau decision-making and planning is informed by timely access to personal information and data which is held about them by government or other agencies.

Whānau are aware of their interests in assets held in common and knowledgeable about their rights and responsibilities in regards to those assets.

Whānau are planning for emergencies, and taking appropriate action such as having insurance and plans for asset replacement.

Medium-term (5-10 years)

Whānau are supported and enabled to take responsibility for their own lives and wellbeing.

Whānau are making informed choices about the support they require and who they access support from.

Whānau are able to draw on the skills of their own members to advance their collective interests.

Whānau are actively participating in the management and growth of assets held in common.

Whānau with disabilities participate equally in society.

Whānau use, and understand the point of using, data both quantitative and qualitative to inform their decisions making.

Long-term (11-25 years)

Whānau exercise rangatiratanga on a daily basis by being self-managing, independent,and making informed decisions.

Whānau recognise they are repositories of knowledge about themselves and their communities, and they contribute to their communities’ understanding of them.

Whānau determine the nature of their own leadership according to their own traditions. They value and grow their leadership that represents their notions of a leader.

Whānau are self-determining in the management, control and aims they determine for their collective assets and resources.

Whānau are leading healthy lifestyles

Short-term (1-4 years)

Increased number of whānau are setting and achieving personal health goals for their physical, emotional, spiritual and mental wellbeing.

Increased number of whānau are improving their knowledge and practice in healthy eating and physical activity.

Whānau are managing chronic health conditions, including eczema, asthma and diabetes. And know when and how to access support to manage their conditions.

Medium-term (5-10 years)

Whānau can model to other whānau members their ability to take personal responsibility for their own health and wellbeing by making choices about:

Living drug free and smoke free.

Maintaining a healthy weight for their age and height.

Achieving exercise and fitness regimes for heart health.

Monitoring regularly the efficacy of their prescribed medicines or medical devices in conjunction with health professionals.

Engaging in health screening programmes.

The quality of the interpersonal relationships they have.

Long-term (11-25 years)

Whānau have a quality of life that meets their health needs and goals across their lifespan.

Whānau members enjoy positive and functional relationships with others to meet their health needs and goals across their lifespan.

Whānau are health literate and they have access to evidence-based information to make decisions about their health needs and goals.

Whānau have timely access to exemplary and culturally adept health and disability services to meet their health needs and goals.

Established in 2015, it seeks to strengthen efforts to support Whānau Ora across other key Government agencies. It also identifies opportunities for the Crown and Iwi to support shared development, aims and aspirations.

It is an Iwi/Crown partnership that provides strategic leadership to Whānau Ora. It is responsible for setting the direction and priorities of Whānau Ora, and monitoring its progress and success.

To guide its work, the Partnership Group has agreed to a shared Whānau Ora Outcomes Framework that takes a wellbeing approach to improving whānau life outcomes and self-management.

The Whānau Ora Partnership Group meets three times a year in line with government and iwi annual cycles for planning, delivery and review.